Basis Training Social Media geschreven voor SoMeTra. Voor de kenners, deze training is geschreven in Maart 2011 oor hen die nog geen enkele kennis hadden van SocMed
The document discusses how the timing of a property purchase in Spain and currency exchange rates can significantly impact costs. It describes a scenario where a buyer wanted to purchase a 200,000 property in July 2011 when the exchange rate was 1 EUR = 0.9 GBP. Six months later, the property was discounted 5% to 190,000 due to a weaker euro. Additionally, the exchange rate improved to 1 EUR = 0.83 GBP, meaning the property now cost the buyer 12% or 贈22,300 less than 6 months prior when purchased. The summary emphasizes how being aware of currency trends and timing purchases accordingly can save buyers thousands.
The document provides guidance on developing an effective social media plan in 3 steps:
1) Build your strategy by defining goals, audiences, capacity and researching tools.
2) Tell your story by streamlining your message for different platforms and engaging audiences.
3) Create a detailed plan by choosing tools, developing content, building confidence, integrating efforts, promoting initiatives and assessing effectiveness.
The document emphasizes starting small, learning from others, keeping expectations realistic and making social media an ongoing part of operations.
Max's Group brings American smoothie chain Jamba Juice to the Philippines, opening its first location in Manila on November 11, 2011. Several newspapers and online publications cover the opening, discussing Jamba Juice's menu and Max's plans to expand the brand across the country. Media monitoring reports show millions in estimated ad value from coverage of Jamba Juice's launch in Philippine print, online, and blog media from September 2011 to November 2011.
This document provides an overview of small business internet marketing strategies presented by Chris Campbell, a marketing consultant. The summary includes an introduction to search engine optimization techniques like on-page and off-page optimization, the importance of social media and local listings, and tips for keyword research, website structure, and link building. Resources and free tools for implementation are also listed.
Jamba juice analysis and expansion project (power point)Shawn1010
油
This document provides an overview of Jamba Juice, a leading healthy beverage chain. It discusses the company's history and founders, values of FIBER, product offerings including smoothies and shots, expansion plans, and financial information. Key points include that Jamba Juice was founded in 1990 in California under the name Juice Club, it has over 700 stores globally, and reported $317 million in revenue for fiscal year 2007. The document also analyzes Jamba Juice's industry, competitors, and strategies for increasing revenue and market share through offerings, franchising, and cost controls.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty stock share while mixed outlets show 45% Pepsi share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
Jamba Juice is developing a new campaign to increase sales and brand awareness as competition rises. The goals are to increase sales by 10% among 16-35 year olds with a $35,000 budget combining traditional and guerrilla marketing. A second goal is to boost brand awareness against competitors in smoothies and specialty beverages like Starbucks. The campaign will target young, health-conscious consumers who drink smoothies and coffee daily.
A Strategic Analysis of Jamba Juice Using Mathematical ModelsJerry Morales
油
This document provides a strategic analysis of Jamba Juice. It outlines the company's profile, mission, vision, market, competitors, strengths, weaknesses, and three strategic objectives: 1) Creating a synergy between Jamba Juice and Gold's Gym locations, 2) Offering employee discounts on gym memberships, and 3) Entering the popsicle and ice cream markets. Key details include Jamba Juice's revenues, competitors like Starbucks and Smoothie King, a SWOT analysis, and plans to evaluate objectives through data collection and control processes over 6-12 month periods.
This document analyzes research data on juice consumption patterns, brand awareness, and consumer perceptions. It finds that Tropicana has the strongest brand among juices consumed mostly on-the-go. While taste is the primary driver of consumption, consumers also value fruit content and availability. The recommendations suggest introducing tasty fruit juices priced competitively and widely available, with promotion emphasizing differentiation through superior taste.
MOR 492 Global Strategy- Jamba Juice in China Vincent Tsao
油
The document outlines Jamba Juice's strategy for entering the Chinese market, focusing on generating $50 million in revenue within five years by partnering with SPC Group to establish caf辿 franchises in major cities. It discusses the growing demand for juice in China, the competitive landscape, and emphasizes the need for Jamba to create a strong brand experience that aligns with local consumer preferences. Key challenges include low current juice consumption in China, cultural differences, and the necessity for adapted marketing strategies to appeal to the new mainstream Chinese consumers.
Jamba Juice: Examining New Business Strategies from Juice Cleanse CultureIris Yan
油
The document discusses juice cleansers and how they can be used as a mechanism to start a new lifestyle. It introduces team members Cameron and Victoria and analyzes how cleansers allow users to routinely set and achieve goals, shed old layers and start fresh with confidence. The design section notes goals and progress should be editable, users should see their progress, and a sense of achievement and routine should be ensured. The solution section is blank.
This document defines key media planning terminology used in target audience definition, media metrics, and cost calculations. It explains concepts like target audience, reach, TV ratings (TVR), gross rating points (GRP), average frequency (AOTS), effective reach, and cost per thousand (CPT). Formulas are provided for calculating metrics like reach, GRPs, and cost per GRP. Examples illustrate how to apply the concepts and relationships between various metrics.
This media plan proposes establishing the theme of "AMPology" to promote the AMP energy drink brand in a way that appeals to its target demographic of 18-34 year old males. The plan aims to position AMP as understanding its target audience better than competitors by listening rather than dictating messages. A variety of traditional and non-traditional media are recommended, including cable TV, magazines, local radio, and national spot radio, to build awareness and engage senses in line with the "AMPology" theme. The goal is to portray AMP as celebrating individualism and non-conformity in a way that resonates with its target.
The document outlines the comprehensive paid media planning process, detailing steps from client briefing and discovery to strategy formulation and implementation, including media buying types and digital targeting. It emphasizes the importance of research tools for understanding audience insights and campaign effectiveness, and covers the preparation of key deliverables such as media recommendations and requests for proposals. It also addresses budget setting, success metrics, and the implementation of media campaigns with a focus on continuous optimization and performance analysis.
DaktarBurman Real Juice is India's number 1 fruit juice brand with Rs 500 crore in annual sales. It was voted the most trusted fruit juice brand for four years and received the Reader's Digest Trusted Brand Gold Award in 2009. When launched in 1996, Real Juice conveyed that its products were made from natural fruits with no preservatives and tasted like fresh fruit. Some hurdles included selling the concept of packaged juice in India and competing against other brands. Real Juice addresses consumer preferences for taste through 14 flavors and targets kids by offering convenient packaging designed for lunch boxes. It has expanded its distribution through retail networks and food service placements.
The media plan aims to reinforce Starbucks' brand image and increase profitability through a targeted media strategy. The plan will advertise Starbucks specialty coffees across traditional and non-traditional media outlets to develop brand awareness and ensure repeat purchases. The target audience is Americans ages 15-49, with a focus on magazines, newspapers, television, outdoor and internet advertising that will reach consumers in their daily media consumption. Recommended magazines and newspapers target professionals with high incomes matching Starbucks customers. The plan seeks to actively involve consumers and maximize brand exposure through various media channels.
Our 12-month media plan targets single men and women ages 25-34. We will run ads on television, radio, magazines, internet and social media to reach our average monthly goals of 70% reach and 5x frequency, generating 259 GRPs. The $25 million budget will be used nationally with heavy spending in December and around hiring seasons. Our big idea is "Everyday Enhancemints" to promote Altoids for professional and social success.
Naked Juice, a subsidiary of PepsiCo, offers nutritious juice smoothies made from fruits and vegetables without added sugars or preservatives, aimed at health-conscious consumers seeking convenience. The campaign slogan, 'Life's easier naked,' targets busy individuals who prioritize health but often opt for homemade smoothies due to convenience. The marketing strategy includes various advertising channels to highlight Naked Juice's health benefits compared to home-prepared options, with the objective to increase sales by 9% within a year.
Coca Cola has consistently held the number one position in brand value according to Interbrand's annual report. In 2011, Coca Cola's brand value was estimated at $71.9 billion, a 2% increase from 2010. Coca Cola offers over 400 brands across more than 200 countries, serving 1.5 billion drinks per day. Between 1993 and 2003, Coca Cola invested $1 billion in India, resulting in 39% volume growth and 23% industrial growth, and now plans to invest $5 billion more to increase its market share in India. On social media, Coca Cola maintains a strong presence, with over 46 million Facebook fans growing at over 5% monthly, compared to Pep
The document is a marketing plan by Coca-Cola Company to introduce a new product called "Bubble Buzz". Bubble Buzz will be a bottled bubble tea product positioned as the only ready-to-drink bubble tea on the market. The objectives of the marketing plan are to create strong consumer awareness of the new product, establish wide brand recognition to capture market share in the functional drinks segment, and become the top market leader in that segment. The plan analyzes the industry, trends, demographics and economic conditions to guide marketing strategies to reach the targeted market size and sales growth forecasts over four years.
Red Bull has 50% market share in Canada and $2 billion in global sales. It sponsors sports teams associated with its target consumers. Competitors like Monster Energy and Rockstar have gained market share. Red Bull's target market is young urban males aged 16-29 who participate in extreme sports. Its positioning is that Red Bull increases performance and concentration during stressful situations. Its advertising campaign will feature people in different roles where Red Bull helps their performance through print ads in magazines and billboards. The campaign aims to show Red Bull as versatile for different lifestyles and occupations while discouraging mixing it with alcohol.
Coke created value and reinvigorated growth through brand belief and behavior activation. In 2004, sales were flat and the new CEO Neville Isdell recentered Coke on its core belief in happiness and inspiring optimism. He empowered 150 leaders to develop a "Manifesto for Growth" articulating Coke's vision, values, and 5P business focus areas of People, Planet, Portfolio, Partners, and Profit. Coke then expressed this vision externally through brand expressions and internally by tracking progress on goals. This unified Coke employees and partners to collaboratively deliver sustainable growth.
FP Agro aims to establish itself as a significant player in the fruit juice market by producing 100% fruit juices under the brand name Fresh Punch, with an initial investment of Rs. 15 crore. The company is focused on sustainable practices and aims to capture at least 10% of the market share within a year through innovative product offerings and strategic positioning. The target market includes various demographics, emphasizing health-conscious consumers and industries like travel and recreation.
Vrijwilligersmanagement & Social Media, HBO- HRM -IV
Oktober 2012
Hoe kun je met inzet van social media de toegevoegde waarde van vrijwilligerswerk inzetten.
Jamba juice analysis and expansion project (power point)Shawn1010
油
This document provides an overview of Jamba Juice, a leading healthy beverage chain. It discusses the company's history and founders, values of FIBER, product offerings including smoothies and shots, expansion plans, and financial information. Key points include that Jamba Juice was founded in 1990 in California under the name Juice Club, it has over 700 stores globally, and reported $317 million in revenue for fiscal year 2007. The document also analyzes Jamba Juice's industry, competitors, and strategies for increasing revenue and market share through offerings, franchising, and cost controls.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty stock share while mixed outlets show 45% Pepsi share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
Jamba Juice is developing a new campaign to increase sales and brand awareness as competition rises. The goals are to increase sales by 10% among 16-35 year olds with a $35,000 budget combining traditional and guerrilla marketing. A second goal is to boost brand awareness against competitors in smoothies and specialty beverages like Starbucks. The campaign will target young, health-conscious consumers who drink smoothies and coffee daily.
A Strategic Analysis of Jamba Juice Using Mathematical ModelsJerry Morales
油
This document provides a strategic analysis of Jamba Juice. It outlines the company's profile, mission, vision, market, competitors, strengths, weaknesses, and three strategic objectives: 1) Creating a synergy between Jamba Juice and Gold's Gym locations, 2) Offering employee discounts on gym memberships, and 3) Entering the popsicle and ice cream markets. Key details include Jamba Juice's revenues, competitors like Starbucks and Smoothie King, a SWOT analysis, and plans to evaluate objectives through data collection and control processes over 6-12 month periods.
This document analyzes research data on juice consumption patterns, brand awareness, and consumer perceptions. It finds that Tropicana has the strongest brand among juices consumed mostly on-the-go. While taste is the primary driver of consumption, consumers also value fruit content and availability. The recommendations suggest introducing tasty fruit juices priced competitively and widely available, with promotion emphasizing differentiation through superior taste.
MOR 492 Global Strategy- Jamba Juice in China Vincent Tsao
油
The document outlines Jamba Juice's strategy for entering the Chinese market, focusing on generating $50 million in revenue within five years by partnering with SPC Group to establish caf辿 franchises in major cities. It discusses the growing demand for juice in China, the competitive landscape, and emphasizes the need for Jamba to create a strong brand experience that aligns with local consumer preferences. Key challenges include low current juice consumption in China, cultural differences, and the necessity for adapted marketing strategies to appeal to the new mainstream Chinese consumers.
Jamba Juice: Examining New Business Strategies from Juice Cleanse CultureIris Yan
油
The document discusses juice cleansers and how they can be used as a mechanism to start a new lifestyle. It introduces team members Cameron and Victoria and analyzes how cleansers allow users to routinely set and achieve goals, shed old layers and start fresh with confidence. The design section notes goals and progress should be editable, users should see their progress, and a sense of achievement and routine should be ensured. The solution section is blank.
This document defines key media planning terminology used in target audience definition, media metrics, and cost calculations. It explains concepts like target audience, reach, TV ratings (TVR), gross rating points (GRP), average frequency (AOTS), effective reach, and cost per thousand (CPT). Formulas are provided for calculating metrics like reach, GRPs, and cost per GRP. Examples illustrate how to apply the concepts and relationships between various metrics.
This media plan proposes establishing the theme of "AMPology" to promote the AMP energy drink brand in a way that appeals to its target demographic of 18-34 year old males. The plan aims to position AMP as understanding its target audience better than competitors by listening rather than dictating messages. A variety of traditional and non-traditional media are recommended, including cable TV, magazines, local radio, and national spot radio, to build awareness and engage senses in line with the "AMPology" theme. The goal is to portray AMP as celebrating individualism and non-conformity in a way that resonates with its target.
The document outlines the comprehensive paid media planning process, detailing steps from client briefing and discovery to strategy formulation and implementation, including media buying types and digital targeting. It emphasizes the importance of research tools for understanding audience insights and campaign effectiveness, and covers the preparation of key deliverables such as media recommendations and requests for proposals. It also addresses budget setting, success metrics, and the implementation of media campaigns with a focus on continuous optimization and performance analysis.
DaktarBurman Real Juice is India's number 1 fruit juice brand with Rs 500 crore in annual sales. It was voted the most trusted fruit juice brand for four years and received the Reader's Digest Trusted Brand Gold Award in 2009. When launched in 1996, Real Juice conveyed that its products were made from natural fruits with no preservatives and tasted like fresh fruit. Some hurdles included selling the concept of packaged juice in India and competing against other brands. Real Juice addresses consumer preferences for taste through 14 flavors and targets kids by offering convenient packaging designed for lunch boxes. It has expanded its distribution through retail networks and food service placements.
The media plan aims to reinforce Starbucks' brand image and increase profitability through a targeted media strategy. The plan will advertise Starbucks specialty coffees across traditional and non-traditional media outlets to develop brand awareness and ensure repeat purchases. The target audience is Americans ages 15-49, with a focus on magazines, newspapers, television, outdoor and internet advertising that will reach consumers in their daily media consumption. Recommended magazines and newspapers target professionals with high incomes matching Starbucks customers. The plan seeks to actively involve consumers and maximize brand exposure through various media channels.
Our 12-month media plan targets single men and women ages 25-34. We will run ads on television, radio, magazines, internet and social media to reach our average monthly goals of 70% reach and 5x frequency, generating 259 GRPs. The $25 million budget will be used nationally with heavy spending in December and around hiring seasons. Our big idea is "Everyday Enhancemints" to promote Altoids for professional and social success.
Naked Juice, a subsidiary of PepsiCo, offers nutritious juice smoothies made from fruits and vegetables without added sugars or preservatives, aimed at health-conscious consumers seeking convenience. The campaign slogan, 'Life's easier naked,' targets busy individuals who prioritize health but often opt for homemade smoothies due to convenience. The marketing strategy includes various advertising channels to highlight Naked Juice's health benefits compared to home-prepared options, with the objective to increase sales by 9% within a year.
Coca Cola has consistently held the number one position in brand value according to Interbrand's annual report. In 2011, Coca Cola's brand value was estimated at $71.9 billion, a 2% increase from 2010. Coca Cola offers over 400 brands across more than 200 countries, serving 1.5 billion drinks per day. Between 1993 and 2003, Coca Cola invested $1 billion in India, resulting in 39% volume growth and 23% industrial growth, and now plans to invest $5 billion more to increase its market share in India. On social media, Coca Cola maintains a strong presence, with over 46 million Facebook fans growing at over 5% monthly, compared to Pep
The document is a marketing plan by Coca-Cola Company to introduce a new product called "Bubble Buzz". Bubble Buzz will be a bottled bubble tea product positioned as the only ready-to-drink bubble tea on the market. The objectives of the marketing plan are to create strong consumer awareness of the new product, establish wide brand recognition to capture market share in the functional drinks segment, and become the top market leader in that segment. The plan analyzes the industry, trends, demographics and economic conditions to guide marketing strategies to reach the targeted market size and sales growth forecasts over four years.
Red Bull has 50% market share in Canada and $2 billion in global sales. It sponsors sports teams associated with its target consumers. Competitors like Monster Energy and Rockstar have gained market share. Red Bull's target market is young urban males aged 16-29 who participate in extreme sports. Its positioning is that Red Bull increases performance and concentration during stressful situations. Its advertising campaign will feature people in different roles where Red Bull helps their performance through print ads in magazines and billboards. The campaign aims to show Red Bull as versatile for different lifestyles and occupations while discouraging mixing it with alcohol.
Coke created value and reinvigorated growth through brand belief and behavior activation. In 2004, sales were flat and the new CEO Neville Isdell recentered Coke on its core belief in happiness and inspiring optimism. He empowered 150 leaders to develop a "Manifesto for Growth" articulating Coke's vision, values, and 5P business focus areas of People, Planet, Portfolio, Partners, and Profit. Coke then expressed this vision externally through brand expressions and internally by tracking progress on goals. This unified Coke employees and partners to collaboratively deliver sustainable growth.
FP Agro aims to establish itself as a significant player in the fruit juice market by producing 100% fruit juices under the brand name Fresh Punch, with an initial investment of Rs. 15 crore. The company is focused on sustainable practices and aims to capture at least 10% of the market share within a year through innovative product offerings and strategic positioning. The target market includes various demographics, emphasizing health-conscious consumers and industries like travel and recreation.
Vrijwilligersmanagement & Social Media, HBO- HRM -IV
Oktober 2012
Hoe kun je met inzet van social media de toegevoegde waarde van vrijwilligerswerk inzetten.
De waarde van Social Media binnen de Gezondheidszorg voor Landelijk Netwerk M...Philips
油
Social Media in de Zorg door de TwitterKliniek - Renate Wijma op 25 september 2012 voor een groep eerstelijns zorgmanagers in Utrecht. Landelijk Netwerk Managers 1e lijn, managers in de huisartsenzorg
Overzicht van de verschillende sociale media kanalen. Hoe werken ze en hoe zet je ze daadwerkelijk in als stad? Luisteren, analyseren, converseren. Met een concreet stappenplan.
Deze presentatie werd gegeven voor de werkgroep personeelsbeleid in ziekenhuizen op 10/9/2012. Het geeft in een notedop kort weer wat sociale media zijn, wat de betekenis kan zijn voor een ziekenhuis en welke de belangrijkse sociale netwerksites zijn.
Social Media voor verpleegkundigen NU'91 Kaderdag 15november 2012Philips
油
Social Media Inspiratiesessie door de TwitterKliniek tijdens themamiddag Kaderdag voor actieve vrijwilligers van NU'91 op 15 november 2012 in Perscentrum Nieuwspoort in Den Haag.
3. 1. DOELSTELLINGEN
ALGEMEEN
1. Mantelzorgers online met elkaar in contact brengen
Website
Forum
Social media
Facebook, Twitter & chat
4. 1. DOELSTELLINGEN
ALGEMEEN
2. Mantelzorgers of鍖ine met elkaar in contact brengen
Meetings
Uitstapjes
Weekend
Seminaries
Reizen
5. 1. DOELSTELLINGEN
ALGEMEEN
3. Mantelzorgers meer tijd laten hebben voor
zichzelf
Opvang voorzien
Events organiseren
Assistentie bieden bij uitstapjes
6. 1. DOELSTELLINGEN
MARKETINGDOELSTELLINGEN
1. De mantelzorgers op de juiste plaats en het
juiste moment bereiken
2. Ervoor zorgen dat 30% van de Vlaamse
mantelzorgers weten dat wij online aanwezig zijn
met een website, Facebookpagina en Twitter account
7. 1. DOELSTELLINGEN
MARKETINGDOELSTELLINGEN
3. Ervoor zorgen dat ons platform een top of mind
positie inneemt bij de mantelzorgers
4. Mantelzorgorganisaties laten weten dat we een
platform lanceren zodat ze onze link naar het
platform vermelden op hun eigen website met
eventueel een bijhorend bericht
8. 1. DOELSTELLINGEN
MARKETINGDOELSTELLINGEN
5. Zorgen dat ons platform 300 gebruikers telt die
actief zijn op ons forum na 1 jaar
6. 100.000 unieke bezoekers bereiken op ons
platform na 1 jaar
9. 1. DOELSTELLINGEN
COMMUNICATIEDOELSTELLINGEN
1. De mantelzorgers laten weten dat we naast algemene
informatie ook informatie op maat aanbieden
en hun levenskwaliteit willen verbeteren
2. Het sociaal luik van ons platform benadrukken en
de mantelzorgers laten weten dat ze met elkaar in
interactie kunnen treden
10. 1. DOELSTELLINGEN
COMMUNICATIEDOELSTELLINGEN
3. De mantelzorgers laten weten dat ze mensen in
dezelfde situatie kunnen ontmoeten en
emotionele ondersteuning kunnen krijgen
23. 2. DEMO
3. Me time
Opvang
Wisselwerking
CM opvang +
Vrijwilligers
25. 2. DEMO
3. Me time
Opvang
Uitstapjes
Activiteiten Musea, speeltuinen, zoo, sportzalen
Hotels Binnen en buitenland
Vervoer De Lijn, NMBS, speciale diensten
27. 2. DEMO
3. Me time
Opvang
Uitstapjes
Activiteiten voor mijn kind
Jeugdbeweging en speelpleinwerking
Sporten
29. 2. DEMO
3. Me time
Opvang
Uitstapjes
Activiteiten voor mijn kind
Events
Van Xenarjo
Kalender
Van andere organisaties
30. 2. DEMO
3. Me time
Zoeksysteem
Beoordelingen
Leden kunnen zelf content aanbrengen
47. 2. DEMO
4. Forum
My story
Uitlaatklep
Uitstapjes
Mantelzorger zijn is
Materialen
Relaties
Oplossingen en problemen voor mantelzorgers in een relatie
58. 3. SOCIAL MEDIA
FACEBOOK CONTENT
2. Status updates
2x / week
Information overload
Variatie (volledige doelgroep aanspreken)
1- 3 regels
Conversatie starters of open vragen
Participatie/ interactiegraad stimuleren
60. 3. SOCIAL MEDIA
FACEBOOK CONTENT
3. Activiteiten en events
Maand overzicht
Aparte tab
Facebook events
4. Delen artikels
5. Ziekte van de maand
61. 3. SOCIAL MEDIA
FACEBOOK CONTENT
6. User generated content (fan activation)
Delen verhalen en ervaringen
7. Delen hot topics forum
Link Facebookpagina en forum
Discussie en sociale interactie
63. 3. SOCIAL MEDIA
FACEBOOK
Look & feel
Lay-out website
Huisstijl en consistentie
Omslagfoto
Creatief en aantrekkelijke visual
Tabs
Fotos
Home
Evenementen
Forum
65. 3. SOCIAL MEDIA
CONTENT KALENDER FACEBOOK
1. Twitter
...
66. 3. SOCIAL MEDIA
TWITTER CONTENT
Weetjes
Retweet content volgers
Interactie
Vragen beantwoorden
Conversaties starten
Artikels *FB
Hot topics *FB
Aankondigen activiteiten en events *FB
67. 3. SOCIAL MEDIA
TWITTER
Frequentie tweets
Vluchtig medium
Frequent communiceren 3x/dag
78. 4. MARKETING
ONLINE TOOLS
3. Andere
Nieuwsbrief Xenarjo
Links vermelden op andere websites
Vermelding in andere nieuwsbrieven/online kranten
Steunpunt Thuiszorg, Ons Zorgnetwerk, OKRA
Contact opnemen met relevante bloggers
80. 4. MARKETING
KPIS
1. Website/forum
# bezoekers
Time spend on website
Meest bezochte paginas
# comments
Identi鍖ceren actiefste leden
Bounce rate
# pro鍖el paginas