Analyzing Chubbies Shorts E-Commerce Website Optimization

Chubbies is an American apparel manufacturer and on line retailer specializing in men’s shorts. Chubbies Shorts was formed in 2011 by a group of four Stanford University graduates who are focused on changing fashion standards in the men’s shorts segment (Mandapat, 2014). Since the brands introduction the company’s shorts have become a fashion icon. These “short shorts” have developed a popular following on numerous college campuses because of their flair, fun, and carefree appeal (Kovalesky, 2014). The company’s products are differentiated in style as each pair of shorts comes only with a 5 inch seam creating a tightfitting look. The style has an ironic appeal since recent men’s fashion trends have not been focused on revealing men’s legs or thighs. Chubbies fashion template is marketed as the anti-cargo short which provides freedom and comfort in menswear (Colao, 2014)

Since Chubbies is an exclusive on line e-commerce retailer with no brick and mortar locations it is critical the brand performs effectively across the digital environment.  One of the key factors in e-commerce retailing is obviously to be found by consumers in the right place at the right moment when they are ready to make a purchase. There are several methods businesses can use to achieve this objective, but one of the key factors is simply ranking higher than your competitors on Google and other top search engines. In short  getting found, is often equated to getting clicks, and improved clicks often equate to increased sales (Kilbourn, 2013).

Website Analytics

Chubbies focuses almost exclusively in social media based marketing for its brand and products. As a result much of the retailers’ website analytics are focused on website user acquisition through the social referral channel. With its primary focus on Facebook , YouTube, Instagram and Twitter these referral sources are analyzed based on specific campaigns, posts or targeted user generated activity (Domanska, 2014). On Facebook Chubbies has over 1.1 million likes and makes use of the platform to engage directly with its consumers and target audience. Chubbies Facebook page also features a direct link to its website at the top of its profile where consumers can directly access the brands on line clothing store.

As an exclusive e-commerce retailer the website shopping experience is a critical factor to the sales success of the organization. Understanding and analyzing the customer experience provides an opportunity to measure activity and evolve and develop the site based on the actions of its users. Audience analytics also include an opportunity to understand the activity surrounding new and returning visitors. Metrics such as session period activity, bounce rate, pages per session and average session duration provide insight on the depth of engagement. Other key metrics include user behaviors surrounding the navigation of the site and how site users are viewing the different product lines the organization sells (Kaushik, 2010).

On the product page there are several areas to navigate including different product views. Metrics are important here as well. Understanding which product shots are most popular can provide Chubbies with insight on how to position its different clothing lines from a visual perspective. In this example (Fig. 3) understanding image popularity can drive product presentation strategy not only for its website but through its external marketing activities as well.

Since the individual product pages contain links to Chubbies other product lines understanding the click through metrics as they relate to different product types can also provide the brand with insight on how to position its different product lines both internally on its website and through its external marketing (Chubbies Shorts, 2016). One example is understanding shirt and shorts purchase combinations and featuring those products jointly when it makes sense.   

Fig. 3

On Page Optimization

As the brand looks to increase awareness and visibility one of the key areas Chubbies can control is its on page website optimization. These strategies are essential in positioning the website, and include a number of areas such as keyword optimization, site structure and even its URL (website name) all play a key role in optimizing the website for search engine results.   

Keywords

Chubbies Shorts has made judicious use of keywords on its website. By utilizing 332 unique keywords and creating an overall package of just under 750  keywords and the brand has crafted a good search engine strategy (Website Analyzer, 2016). The site does however have a low text to code ratio. This is primarily driven by the large number of visuals including images and product shots in the site content.

(Website Analyzer, 2016)

Site Structure

The format of the site is laid out effectively as the primary site navigation is located at the top of the page, there is also no flash content located on the site pages. Both of these are search engine friendly attributes and assist in ease of indexing the site (Fleischner, 2016).  The site is also well optimized for mobile and tablet as responsive design is incorporated into the site framework (Website Analyzer, 2016).  Meta Tags and Titles are both present on the site which enables the major search engines to understand the name of the websites pages along with the primary theme of the pages (Fig 4). 

Fig. 4

Data Collection and Deeper Engagement

The content of a page is what makes it worthy of a search result position. It is what the user came to see and is thus extremely important to the search engines. As such, it is important to create good content. So what is good content? From an SEO perspective, all good content has two attributes. Good content must supply a demand and must be linkable. Content pages are the heart of websites and are almost always the reason visitors come to a site (Fleischner, 2016). Ideal content pages should be very specific to a given topic. Chubbies Shorts has done well in content creation through its images and unique content. Chubbies has also created a great deal of offsite content primarily directed through its social media marketing strategy. While this improves off page optimization and the opportunity for increased inbound referrals, it also does not contribute directly to the SEO for Chubbiesshorts.com. Since the site currently the site ranks 46 out of 100 in domain authority the overall score indicates room for improvement.

Moving forward the brand would be served well by creating and posting additional relevant content on its website. One suggestion to offer here and particularly in the spirit of keeping its brand persona, perhaps Chubbies could develop a clever way to get its followers and customers to create customer reviews or tell their stories directly on its site in an effort to create that additional content. Creating a sound strategy to create fresh original content on its website could assist in raising its overall search position and complement its already strong social media marketing presence. 

Works Cited

Chubbies Shorts. (2016). The Mount Crushmores. Retrieved from Chubbies Shorts: https://www.chubbiesshorts.com/products/mens-mount-rushmore-patriotic-american-shorts?coll=d-originals&position=4

Colao, J. (2014, May 6). Meet The Stanford Bros Conquering Men's Shorts: Inside The Frat-Empire Of Chubbies. Retrieved June 2016, from Forbes: http://www.forbes.com/sites/jjcolao/2014/05/06/meet-the-stanford-bros-conquering-mens-shorts-inside-the-frat-empire-of-chubbies/

Domanska, A. (2014, July 4). Chubbies: Dominating $200 Billion Millennial ‘Mericas Market. Retrieved June 21, 2016, from Industry Leader Magazine: http://www.industryleadersmagazine.com/chubbies-dominating-200-billion-millennial-the-mericas-market/

Fleischner, M. H. (2016). SEO made simple. Middletown: Simple Solution Media.

Kaushik, A. (2010). Web analytics 2.0. Indianapolis: Wiley.

Kilbourn, C. (2013, August). The Ultimate Guide to SEO for E-commerce Websites. Retrieved from Kissmetrics: https://blog.kissmetrics.com/seo-for-ecommerce-websites/

Kovalesky, B. (2014, April 30). Chubbies Shorts is on a mission to own the men’s shorts market and define the ‘weekend lifestyle’. Retrieved June 2016, from Startup Beat: http://startupbeat.com/2014/04/30/chubbies-shorts-qa-id3770/

Mandapat, H. (2014, June 27). Retail customer spotlight: 3 men’s fashion brands that get customer service right. Retrieved June 21, 2016, from Desk: http://www.desk.com/blog/retail-customer-spotlight-3-mens-fashion-brands-that-get-customer-service-right/

Website Analyzer. (2016). www.chubbiesshorts.com. Retrieved from Website Analyzer: https://www.site-analyzer.com/en/analysis/841007/https://www.chubbiesshorts.com/

Why Integrating Google Analytics in your CRM System Makes Sense

            In the last several years it has become clear customers have gained significant power when it comes to relationships with businesses and organizations. With a constant connection to the internet and their social networks, today’s customers are better informed, smarter, give feedback that can go viral and are therefore more empowered than ever before (Meisner, 2013). Caring for existing customers is a key component to enhancing the customer relation and minimizing client churn can negate the costs of acquiring new customers which can be five times greater than the cost of maintaining current clients.

           Approaching consumers and the public from this perspective is a key factor today for organizations to be truly successful. From this perspective developing an effective Customer Relationship Management (CRM) system is a relevant and comprehensive method not only to successfully engage these consumers, but the public and the marketplace in general. From this viewpoint collecting actionable data from customers and prospects as they engage with your business can be an effective strategy in enhancing the customer journey.

Customer relationship management has become a major force of many enterprises in managing interaction and relationships with organizations clients.  Today many companies are realizing CRM provides the tools to fit the customer relationship needs of an organization. Customer Relationship Management is not just a software program that automates and reports, it is a business strategy to acquire, grow and retain profitable customer relationships, with the goal of creating a sustainable competitive advantage (Microsoft Corporation, 2012). The customer relationship management business strategy helps organizations improve their image, differentiate from the competition, helps minimize price sensitivity and can significantly improve customer retention.

          

           A Customer Relationship Management systems inherent functionality is to gain enhanced customer visibility across all product families, thereby creating the ability to streamline sales tasks and engagement processes. The target state for the Customer Relationship Management system is to utilize all of the customer touch points with Microsoft Dynamics CRM (or your preferred CRM system) at the center of how and where you can track and align client preferences (Ahuja & Alavi, 2014). Web engagements, Social Media, Customer Service, Marketing Campaigns, Email, and other data all roll up to the individual client to signify their preferences and their needs.

Today more than ever, analytic data from web and other owned digital properties is a significant and valuable tool organizations need to use to enhance sound customer engagement strategies. Integrating web analytics data into a Customer Relationship Management system accelerates and augments that strategy by providing deeper insights into the customer journey.

Power Analytics

Power Analytics is a plugin application for Microsoft Dynamics CRM. The software connects Google Analytics to the CRM platform and allows the integration of web analytics data between Microsoft Dynamics CRM 2013/2015 and the Google Analytics Platform. Marketers using this application can track over time movements and clicks customers and prospects are executing on an organizations website and other digital properties (SBS, 2015).

By incorporating Google Analytics into the data available in an active Customer Relationship Management system marketers can improve the effectiveness of an organizations web and mobile presence. The integration can also enhance the ability to track and understand the behavior of online visitors and how they interact with digital properties including website and mobile applications (Ezzedin, 2014). Power Analytics enables marketers to track campaign activity of individual customers and prospects as they navigate owned digital media properties, which enables the ability to better understand the customer experience and allows the opportunity to deliver a more customized experience.

Pulling a website visitor’s source information can be very powerful for a sales team. For example, if a sales representative has the ability to identify how a sales lead found the website before picking up the phone and contacting them, it could significantly aide in how best to approach the lead on the call. Understanding whether the source was referred from a specific email with a certain offer or knowing if they came from a search and, if so, what was the keyword they used. This type of information can help a sales team understand the intent of the prospect and where they are in the buying process. Another example can center on existing customers when an organization uses a newsletter as part of its marketing communications strategy, as customer are placed in a marketing campaign to receive this newsletter. As the recipient engages with the content the analytics system can record the activities, preferences and interests of the customer (Ezzedin, 2014). This data can be further enhanced by gearing future content that is focused more on those preferences.

The web analytics data collected can also be also be aggregated with other digital metrics including activities from social engagements through YouTube, Facebook, Twitter, LinkedIn and other social media sites to provide the marketer with even deeper profiling capabilities. When online visitors convert to leads, marketers use the Customer Relationship Management platform, to track the history of prospects and customers offline and online interactions as well. Tracking every conversation possible including other engagements such as emails, calls, meetings, cases and documentations as well as nurture campaigns assists in the continuation of data building at the customer and contact level (Cutroni, 2007).

In the increasingly competitive marketplace organizations have demonstrated clear benefits of focusing on the customer through quality and excellent service. Utilizing a Customer Relationship Management system and enhancing it with web analytics can help nurture and care for existing customers and assist in minimizing client churn. Enhanced web analytics can also provide significant opportunity in new customer acquisition streamlining the sales lead process and creating an improved customer experience. This essentially quantifies how starting with the customer involves collecting and analyzing information to determine who the customer is, what the customer needs, and how a business can meet then exceed those needs. The logical conclusion clearly postulates the Customer Relationship Management technology with enhanced web analytics can provide the platform to accomplish the customer relationship management goals of the organization.               

Works Cited

Ahuja, V., & Alavi, S. (2014). Digital Marketing Analytics: The Web Dynamics of Inside Blackberry Blog. International Journal of Innovation in the Digital Economy (IJIDE) v5 n4, 50-65.

Cutroni, J. (2007, October 29). Integrating Google Analytics With a CRM. Retrieved from Cutroni: http://cutroni.com/blog/2007/10/29/integrating-google-analytics-with-a-crm/

Ezzedin, A. (2014, October 14). The Ultimate Guide to Universal Analytics Integration with SalesForce. Retrieved from e-nor: https://www.e-nor.com/blog/google-analytics/the-ultimate-guide-to-universal-analytics-integration-with-salesforce

Meisner, J. (2013, November 5). The future of business in the era of the customer. Retrieved August 23, 2015, from Microsoft Blog: http://blogs.microsoft.com/blog/2013/11/05/the-future-of-business-in-the-era-of-the-customer/

Microsoft Corporation . (2012). What can CRM do for your Business . Retrieved November 10, 2012, from Microsoft.com: http://www.microsoft.com/canada/smallbiz/themes/build-your-business/what-can-crm-do-for-your-business.mspx

SBS. (2015). Google analytics connector for microsoft dynamics crm. Retrieved from Poweraddon: http://www.poweraddon.com/google-analytics-connector/?utm_campaign=app_listing&utm_medium=referral&utm_source=ga_partner_gallery

Comparing IBM Digital Analytics with Google Analytics

In 2010, IBM acquired the website analytics software system Coremetrics. At the time of the purchase Coremetrics was a direct competitor to Google Analytics and offered enhanced features beyond web analytics such as impression monitoring outside of the site. Coremetrics at that time was also at the forefront of pioneering industry class benchmarking for web analytics metrics (WAR, 2011).

IBM has since re-branded the platform to IBM Digital Analytics as part of its IBM Marketing Optimization Solution. This platform is now an enterprise level digital marketing tool which is generally designed for larger organizations with larger marketing analytics budgets who engage multiple digital platforms. IBM Digital Analytics primarily competes with other digital analytics solutions like Adobe Omniture, WebTrends as well as Google Analytics, among others (Ciotti, 2014).

Much like Google Analytics, IBM Digital Analytics  is a cloud based platform which enables easy integration with other digital marketing optimization platforms. One of IBM’s objectives with this product is to construct the capability to enhance engagement with other marketing segments such as ecommerce through its Websphere program, and cross channel marketing campaign management managed through IBM’s Interact software. Right now IBM’s digital programs include a wide array of plugin platforms and API reporting capability (IBM, 2016). These additional tools enable IBM Digital Analytics to cover a broader spectrum of digital customer relationship management capabilities and presents additional analytic options than the Google Analytics platform currently offers.  

While Google Analytics is a great tool for understanding how users are engaging with a site, many organizations today are looking for an integrated solution in terms of data, and engagement tracking beyond website analytics. For many the goal is to create a view of the customer experience and journey, and intuitive reporting capabilities which marketers and business leaders can act upon quickly (Miltimore, 2016). Through IBM Digital Analytics the organization is looking to meet that need and create a customizable turnkey solution which creates actionable insights for its clients. It accomplishes this by integrating the ability to not only track and store information about website visitors over an extended period of time it can deliver the ability to track activity beyond the website. For example if an organization sends out an email to a prospect, it tracks the response even if the prospect searches and purchases a product from a competitor it can track that as well.

The Google Analytics free program offers robust website analytics reporting. In contrast to bring on the IBM Digital Analytics platform there is a cost for the product and as it is built out and customized it can become an expensive solution. Google Analytics is a great platform, particularly since it is free, to improve organizations knowledge, skills and abilities surrounding website analytics. As organizations evolve their acumen and capability in using Google Analytics it can greatly assist in helping a business develop its goals and objectives as it evolves its capabilities. In other words since Google Analytics is a free service, it is a great place to learn before making a pricey investment in a product such as IBM’s Digital Analytics.  

IBM Digital Analytics is a strong offering for retail ecommerce businesses. The native functionality includes metrics available around product views, items added and abandoned, as well as the ability to remarket to the individual user based on that information (Runyon, 2014). From this perspective the IBM Digital Analytics tool offers more functionality than the standard Google Analytics package. However when you couple programs such as Google AdWords and Google AdSense, the Google Analytics package does then present some of the same metric and tracking functionality.

Reporting

Some of the reporting functionality in IBM Digital Analytics is slightly limited. For example historical segmentation can only be run for the last 93 days. To gain deeper analysis reports have to be run in a secondary system. Comparatively Google Analytics reporting is highly customizable and can generate data for historical reports dating back to 2005.

In the IBM Digital Analytics Platform certain reports cannot have segments applied. This makes answering some simple questions more difficult. The IBM system is also limited in some aspects of inverse reporting.  For example the systems allow the creation of a segment around mobile devices and applying it to a marketing channel report. However the system cannot create a marketing channel segment and apply it to the mobile reports (Runyon, 2014). While Google Analytics does not match all objects in all reporting features it does allow deep inverse reporting in many instances (Ciotti, 2014).

Customizations

The IBM Digital Analytics platform helps users determine how to share credit for conversions among multiple touchpoints by choosing from a variety of standard and custom designation models. In the conversion arena Google Analytics offers similar functionality, for example both deliver the capability of evaluating individual channels as well as the combined effect of multiple marketing touchpoints. Each system also provides users the option to assign different values to each attribution segment.

For example in Google Analytics a linear model can be set up in both systems to track a conversion journey and enables the ability to assign credit values to custom segments. In the linear model the second example provides additional credit to paid advertising.

Conversion Tracking 
Google Analytics Multiple Marketing Touchpoints

The IBM Digital Analytics platform offers similar features in the option to create custom conversion models. In this example the program enables the user to customize conversion tracking by setting up ad hoc goals. This tracking is set up specifically for iPhone users who place an order on the organizations website (IBM, 2016).

Conversion Tracking
IBM Digital Analytics Custom Segmentation

The IBM Digital Analytics platform appears to be more comparative to a combination of Google AdWords, Google AdSense and Google Analytics when it is bundled as one platform. From a pure web analytics reporting compared to the IBM system, Google Analytics generally appears to be not as strong out of the box. This consists of areas such as depth of product reporting including metrics such as product views, and abandoned carts (Miltimore, 2016).  With some customization however Google Analytics can generate the same end results achieved through custom variables, but that does require custom coding.  In other areas Google Analytics does enable a reporting API, it is however not nearly as streamlined as IBM's (Runyon, 2014).

Works Cited

Ciotti, G. (2014). The Top 10 Best Web Analytic Tools. Retrieved from Sparring Mind: http://www.sparringmind.com/best-web-analytics/

IBM. (2016). IBM Digital Analytics. Retrieved from IBM: http://www-03.ibm.com/software/products/en/digital-analytics

IBM. (2016). IBM digital analytics features. Retrieved from IBM: http://www-03.ibm.com/software/products/en/digital-analytics

Miltimore, J. (2016, February 16). Review: "Google Analytics: the perfect tool For understanding how users engage your site". Retrieved from Trust Radius: https://www.trustradius.com/reviews/google-analytics-2016-02-16-11-16-38

Runyon, J. (2014, May 22). "IBM Digital Analytics Review". Retrieved from Trust Radius: https://www.trustradius.com/reviews/ibm-digital-analytics-2014-05-21-11-38-15

WAR. (2011). Coremetrics 2010 review. Retrieved from Web Analytics Review: http://web-analytics-review.toptenreviews.com/coremetrics-review.html

Should a Business Adopt more than one Platform as its Primary Social Media Channel?

Social media is no longer considered a prevailing fashion, popular trend or emerging pattern. It is now solidly established as a persistent reality of an online presence and for marketers it is an imperative. The social media environment provides significant opportunity for brands and businesses to engage with their customers, prospects and target audience. Social media's potential for customer interaction and customer retention is also significant. Today's consumers are often deeply engaged in their chosen social media platforms and they frequently expect organizations will satisfy their needs, how and when they want (Sklar, 2013).

Sites focused on social media are evolving as a key channel to interact with customers to not only build a relationship, but it also provides an opportunity to build affinity and following for your brand. A strong and effective commitment to social media provides a chance to maximize customer engagement and nurture prospects. Today customers are also more informed and have more choice than ever before, so if their expectations aren't met, they will often move on quickly. Engaged customers, however generally reward consistently strong service by spending more and becoming influential brand advocates on social channels.

Social media engagements can help businesses build trust and loyalty through communications and conversations (Brown, 2014). Among these exchanges businesses can create opportunities through communications such as storytelling which offer the prospect to humanize the organization in the eyes of the consumer and target audience. For example in some cases telling personal stories about employees can help improve the image of the organization and initiate differentiation from close competitors.

Deciding Where to be Active

One of the primary questions to answer when deciding where to be in social media is defining where your audience is actually spending time. What social media outlets do they most frequent and where are they most active? Ultimately the decision of where to be on social media should be driven by understanding where your customers have gathered and creating a presence on the platforms that are most relevant to them. Organizations and businesses should also be mindful of the types of customers they have and those they consider as prospects, understanding there may be differences between the two. For example a brand or product may have an older customer base, perhaps dominated by the Baby Boomer cohort, but the organization may want or need a younger demographic. In this case marketing in robust manner on two or more platforms might be an effective strategy to reach both groups (Jones & Li, 2014). This strategy also offers an opportunity to speak and tailor content to different audiences.

For many consumers engaged in the digital environment, online networking has transitioned into a fixation and a way of life for a large number of users. Social media is changing the way we speak and engage with our partners, friends and family, and the brands and businesses we patronize. Right now there are a number of popular social media platforms and there are a handful which dominate in the category of registered users (Jones K. , 2013). 

                  

          

It is obvious platforms such as Facebook with its nearly 1.6 billion active users is dominating. Other sites such as Whatsapp, Tumbler, Instagram and Twitter rank among the highest in registered users but there are other criteria to consider when making the decision on where create a presence (Statista, 2016). These considerations include the type of social platform and what users are doing when they engage.

           Platforms such as Facebook or Google+ are highly focused on exchanges between friends and family and are constantly pushing interaction through features like photo or status sharing. Other social networks like Tumblr or Twitter are more about rapid communication and are appropriately termed microblogs. Some social networks focus on community while others highlight and display user-generated content (Statista, 2016).  Understanding the premise behind social platforms is important when considering where to be active.

How does Content vs. Conversation Factor into the Decision?

One of the factors to consider when operating in the social media environment is the rate of engagement and dialog a brand or business may expect and its relationship to the amount of generated posts and communications an organization may anticipate.  In social media both of these factors are important and a business can and should expect to be active in both.

Creating and posting relevant content in the social media environment can help build brand awareness and assist organizations in constructing brand meaning through strong and favorable associations with consumers and its target audience. Posting, liking, sharing and tweeting are often the engagements brands are looking for when they post content. These actions help perpetuate positive association with consumers and ultimately build loyalty and affinity with a brand or product.

In generating dialog in the social media environment consumers can interact with their favorite brands by tweeting or posting to the company’s feeds or on their walls. Consumers can also complain about a product, or share their favorite aspects of the product or business. This conversation provides brands with an opportunity to directly engage with customers, prospects or just general social media users who have something to say (Brown, 2014). When brands respond and respond promptly they can create an opportunity to educate consumers about their product, right a wrong that perhaps occurred during a transaction or just let consumers know there is a voice associated with the business. Social media presents an incredible opportunity to rethink what it means to connect with and influence customers and direct conversation gives businesses an opportunity to speak openly with consumers and the ability to control dialog regarding their brand (Kaushik, 2011).  

Making the Choice

It is often the case many brands and organizations will opt to be active in just a few social media platforms depending on your brand and its objectives relative to the relationship with a target audience. For example a retailer focused on women clothing may choose to be active on Facebook and Instagram to engage directly with that target audience and showcase its products. Once an organization has made the decision to become active on one or more social media platforms it is vitally important to be consistent, remain active and by all means respond when a customer or prospect engages, has a complaint or simply has a question (Jones & Li, 2014). Once a business is ready to start it should also ensure it has effective social listening and communication tools in place and an understanding of how to effectively use them. Brands and businesses should also ensure they have adequate resources in place to communicate and respond with their target audience. From this perspective limited resources should also be a decision factor relative to the number of social platforms an organization can engage.

When an organization becomes active on social media it can provide a significant opportunity to establish brand identity and build a breadth and depth of awareness (Keller, 2011). Effective social media engagements build affinity, following and loyalty for a brand or product and acting effectively in this environment can be a significant part of a balanced marketing communication program. In the end brands should evaluate which social channels and engagement elements can provide the most value and then weigh the investment against the potential gains.

Works Cited

Brown, M. (2014, December). Which social media accounts really matter and why. Retrieved from Kissmetrics: https://blog.kissmetrics.com/which-social-accounts-matter/

Jones, A., & Li, C. (2014, June 12). Leveraging Social Identity: know and engage customers better to build more valuable relationships. Retrieved from Altimeter: http://getcommandpost.com/assets/2014/07/Leveraging-Social-Identity-Altimeter-Group.pdf

Jones, K. (2013, November 15). The growth of social media v2.0 . Retrieved from Search Engine Journal: https://www.searchenginejournal.com/growth-social-media-2-0-infographic/77055/

Kaushik, A. (2011). Best social media metrics: conversation, amplification, applause, economic value. Retrieved from Occam's Razor: http://www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification-applause-economic-value/

Keller, K. L. (2011). Building customer- based brand equity:a blueprint for creating strong brands. Retrieved from Marketing Science Institute: http://mktg.uni-svishtov.bg/ivm/resources/CustomerBasedbrandEquityModel.pdf

Sklar, C. (2013, March 13). How to use social media to understand and engage your customers. Retrieved from The Guardian: http://www.theguardian.com/media-network/media-network-blog/2013/mar/13/social-media-customer-engagement

Statista. (2016, April). Leading social networks worldwide as of April 2016, ranked by number of active users (in millions). Retrieved from Statista: http://www.statista.com/statistics/272014/global-social-networks-ranked-by-number-of-users/