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VOLUME NO. 7 (2017), ISSUE NO. 11 (NOVEMBER) ISSN 2231-4245

CONTENTS
Sr. Page
TITLE & NAME OF THE AUTHOR (S)
No. No.
1. FAMILY AND FINANCIAL PROBLEM FACED BY WOMEN ENTREPRENEUR WITH SPECIAL REFERENCE TO 1
UJJAIN DISTRICT
MAMTA SHARMA (PANDYA) & MAHESH SHARMA
2. A STUDY ON IMPLICATIONS OF PROPOSED GST ON SME 7
Dr. N. V. KAVITHA & N. SUMA REDDY
3. INDEPENDENT COMMISSIONER AND AUDITOR SWITCHING OF ASEAN ECONOMICS COMMUNITY 10
TOTOK BUDISANTOSO, RAHMAWATI, BANDI & AGUNG NUR PROBOHUDONO
4. WORKING CAPITAL TRENDS OF SELECT TWO AND THREE WHEELER COMPANIES IN INDIA 18
K. THULASIVELU & Dr. G. SURESH
5. ANALYSIS OF FACTORS AFFECTING THE SALARY OF FRESH GRADUATES IN WORKPLACE: THE TOURISM 23
INDUSTRY IN TAIWAN
CHUNG-TE TING, YU-SHENG HUANG, YING-YEN LIU & CHENG-KUAN CHO
6. SCHEMES FOR FINANCIAL ASSISTANCE OF STRENGTHENING EDUCATION IN HUMAN VALUES - WITH 27
SPECIAL REFERENCE TO GUJARAT STATE
BIJALBEN M SHAH & BHAVANA K. PATEL
7. RELATIVE INFLUENCE OF SECTORS ON REGIONAL PROSPERITY - A CASE STUDY OF WEST-BENGAL 31
BIKASH SAHA
8. COMPARATIVE STUDY OF NPA (NON-PERFORMING ASSETS) IN HDFC BANK AND ALLAHABAD BANK 35
ANJU OTWANI
9. A STUDY ON AWARENESS OF TAX PLANNING AMONGST SALARIED EMPLOYEES IN KHOPOLI CITY OF 38
RAIGAD DISTRICT IN MAHARASHTRA
VINAYAK REVJI GANDAL
10. AN EMPIRICAL STUDY ON THE STOCK MARKET VOLATILITY WITH RESPECT TO SENSEX: WITH SPECIAL 41
REFERENCE TO POWER SECTOR
PARUL SARASWAT & Dr. SANIL KUMAR
11. NON-PERFORMING ASSETS: A STUDY OF THE KANGRA CENTRAL COOPERATIVE BANK LTD., 44
DHARAMSHALA
VIJAY KUMAR & Dr. SHILPA RANA
12. A STUDY ON CURRENCY DEPRECIATION: IMPACT ON INDIAN ECONOMY 48
P. AKHIL & Dr. K. S. SEKHARA RAO
13. CASE STUDIES ON TRANSFORMATION OF TRADITIONAL MARKETING TO DIGITAL AND SOCIAL MEDIA 54
MARKETING: INDIAN CONTEXT
PRATIBHA BARIK & Dr. B. B. PANDEY
14. A STUDY ON DIMENSIONS OF SERVICE QUALITY RELATION TO CUSTOMER SATISFACTION WITH 58
REFERENCE TO PRIVATE SECTOR BANKS
M SAI SRAVANI & P V VIJAY KUMAR REDDY
15. THE IMPACT OF DEMONETIZATION ON RETAILERS AND CUSTOMERS 62
AMISH BHARATKUMAR SONI, DIMPLE G. NAHTA, PRIYANKA G. MANDOWARA & PARUL N. GOLYAN
16. A STUDY ON OPTION STRATEGIES IN EQUITY DERIVATIVES WITH REFERENCE TO THE INDIAN BULLS 71
SECURITIES LTD.
DASARI HARIPRIYA & K. SRINIVASULU
17. EFFECT OF PUBLIC INVESTMENT ON ECONOMIC GROWTH IN KENYA 74
MIRIAM WAMAITHA THUO & LENITY KANANU MUGENDI
18. DEMONETIZATION: A PARADIGM TOWARDS TRANSPARENT AND CASHLESS ECONOMY 78
Dr. RANJU KATOCH & Dr. GOLDY MAHAJAN
19. IMPACT OF DEMONETIZATION ON INDIAN ECONOMY 83
NEERAJ
20. GOODS AND SERVICES TAX (GST): PRE AND POST ROLLOUT ANALYSIS 86
SAUMYA GARG & SIMRAN KAPOOR
REQUEST FOR FEEDBACK & DISCLAIMER 91

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VOLUME NO. 7 (2017), ISSUE NO. 11 (NOVEMBER) ISSN 2231-4245
CHIEF PATRON
Prof. (Dr.) K. K. AGGARWAL
Chairman, Malaviya National Institute of Technology, Jaipur
(An institute of National Importance & fully funded by Ministry of Human Resource Development, Government of India)
Chancellor, K. R. Mangalam University, Gurgaon
Chancellor, Lingaya’s University, Faridabad
Founder Vice-Chancellor (1998-2008), Guru Gobind Singh Indraprastha University, Delhi
Ex. Pro Vice-Chancellor, Guru Jambheshwar University, Hisar

FOUNDER PATRON
Late Sh. RAM BHAJAN AGGARWAL
Former State Minister for Home & Tourism, Government of Haryana
Former Vice-President, Dadri Education Society, Charkhi Dadri
Former President, Chinar Syntex Ltd. (Textile Mills), Bhiwani

CO-ORDINATOR
Dr. BHAVET
Faculty, Shree Ram Institute of Engineering & Technology, Urjani

ADVISOR
Prof. S. L. MAHANDRU
Principal (Retd.), Maharaja Agrasen College, Jagadhri

EDITOR
Dr. R. K. SHARMA
Professor & Dean, Bharti Vidyapeeth University Institute of Management & Research, New Delhi

FORMER CO-EDITOR
Dr. S. GARG
Faculty, Shree Ram Institute of Business & Management, Urjani

EDITORIAL ADVISORY BOARD

Dr. TEGUH WIDODO
Dean, Faculty of Applied Science, Telkom University, Bandung Technoplex, Jl. Telekomunikasi, Indonesia
Dr. M. S. SENAM RAJU
Professor, School of Management Studies, I.G.N.O.U., New Delhi
Dr. JOSÉ G. VARGAS-HERNÁNDEZ
Research Professor, University Center for Economic & Managerial Sciences, University of Guadalajara, Gua-
dalajara, Mexico
Dr. M. N. SHARMA
Chairman, M.B.A., Haryana College of Technology & Management, Kaithal
Dr. CHRISTIAN EHIOBUCHE
Professor of Global Business/Management, Larry L Luing School of Business, Berkeley College, USA
Dr. SIKANDER KUMAR
Chairman, Department of Economics, Himachal Pradesh University, Shimla, Himachal Pradesh
Dr. BOYINA RUPINI
Director, School of ITS, Indira Gandhi National Open University, New Delhi
Dr. MIKE AMUHAYA IRAVO
Principal, Jomo Kenyatta University of Agriculture & Tech., Westlands Campus, Nairobi-Kenya

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VOLUME NO. 7 (2017), ISSUE NO. 11 (NOVEMBER) ISSN 2231-4245
Dr. SANJIV MITTAL
Professor & Dean, University School of Management Studies, GGS Indraprastha University, Delhi
Dr. D. S. CHAUBEY
Professor & Dean (Research & Studies), Uttaranchal University, Dehradun
Dr. NEPOMUCENO TIU
Chief Librarian & Professor, Lyceum of the Philippines University, Laguna, Philippines
Dr. RAJENDER GUPTA
Convener, Board of Studies in Economics, University of Jammu, Jammu
Dr. KAUP MOHAMED
Dean & Managing Director, London American City College/ICBEST, United Arab Emirates
Dr. DHANANJOY RAKSHIT
Dean, Faculty Council of PG Studies in Commerce and Professor & Head, Department of Commerce, Sidho-
Kanho-Birsha University, Purulia
Dr. NAWAB ALI KHAN
Professor & Dean, Faculty of Commerce, Aligarh Muslim University, Aligarh, U.P.
Dr. ANA ŠTAMBUK
Head of Department of Statistics, Faculty of Economics, University of Rijeka, Rijeka, Croatia
SUNIL KUMAR KARWASRA
Principal, Aakash College of Education, ChanderKalan, Tohana, Fatehabad
Dr. SHIB SHANKAR ROY
Professor, Department of Marketing, University of Rajshahi, Rajshahi, Bangladesh
Dr. S. P. TIWARI
Head, Department of Economics & Rural Development, Dr. Ram Manohar Lohia Avadh University, Faizabad
Dr. SRINIVAS MADISHETTI
Professor, School of Business, Mzumbe University, Tanzania
Dr. ABHAY BANSAL
Head, Department of Information Technology, Amity School of Engg. & Tech., Amity University, Noida
Dr. ARAMIDE OLUFEMI KUNLE
Dean, Department of General Studies, The Polytechnic, Ibadan, Nigeria
Dr. ANIL CHANDHOK
Professor, University School of Business, Chandigarh University, Gharuan
RODRECK CHIRAU
Associate Professor, Botho University, Francistown, Botswana
Dr. OKAN VELI ŞAFAKLI
Professor & Dean, European University of Lefke, Lefke, Cyprus
PARVEEN KHURANA
Associate Professor, Mukand Lal National College, Yamuna Nagar
Dr. KEVIN LOW LOCK TENG
Associate Professor, Deputy Dean, Universiti Tunku Abdul Rahman, Kampar, Perak, Malaysia
Dr. BORIS MILOVIC
Associate Professor, Faculty of Sport, Union Nikola Tesla University, Belgrade, Serbia
SHASHI KHURANA
Associate Professor, S. M. S. Khalsa Lubana Girls College, Barara, Ambala
Dr. IQBAL THONSE HAWALDAR
Associate Professor, College of Business Administration, Kingdom University, Bahrain
Dr. DEEPANJANA VARSHNEY
Associate Professor, Department of Business Administration, King Abdulaziz University, Saudi Arabia
Dr. MOHENDER KUMAR GUPTA
Associate Professor, Government College, Hodal

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VOLUME NO. 7 (2017), ISSUE NO. 11 (NOVEMBER) ISSN 2231-4245
Dr. BIEMBA MALITI
Associate Professor, School of Business, The Copperbelt University, Main Campus, Zambia
Dr. ALEXANDER MOSESOV
Associate Professor, Kazakh-British Technical University (KBTU), Almaty, Kazakhstan
Dr. VIVEK CHAWLA
Associate Professor, Kurukshetra University, Kurukshetra
Dr. FERIT ÖLÇER
Professor & Head of Division of Management & Organization, Department of Business Administration, Fac-
ulty of Economics & Business Administration Sciences, Mustafa Kemal University, Turkey
Dr. ASHOK KUMAR CHAUHAN
Reader, Department of Economics, Kurukshetra University, Kurukshetra
Dr. RAJESH MODI
Faculty, Yanbu Industrial College, Kingdom of Saudi Arabia
YU-BING WANG
Faculty, department of Marketing, Feng Chia University, Taichung, Taiwan
Dr. SAMBHAVNA
Faculty, I.I.T.M., Delhi
Dr. KIARASH JAHANPOUR
Research Adviser, Farabi Institute of Higher Education, Mehrshahr, Karaj, Alborz Province, Iran
Dr. MELAKE TEWOLDE TECLEGHIORGIS
Faculty, College of Business & Economics, Department of Economics, Asmara, Eritrea
Dr. SHIVAKUMAR DEENE
Faculty, Dept. of Commerce, School of Business Studies, Central University of Karnataka, Gulbarga
Dr. THAMPOE MANAGALESWARAN
Faculty, Vavuniya Campus, University of Jaffna, Sri Lanka
Dr. VIKAS CHOUDHARY
Faculty, N.I.T. (University), Kurukshetra
SURAJ GAUDEL
BBA Program Coordinator, LA GRANDEE International College, Simalchaur - 8, Pokhara, Nepal
Dr. DILIP KUMAR JHA
Faculty, Department of Economics, Guru Ghasidas Vishwavidyalaya, Bilaspur

FORMER TECHNICAL ADVISOR

AMITA

FINANCIAL ADVISORS
DICKEN GOYAL
Advocate & Tax Adviser, Panchkula
NEENA
Investment Consultant, Chambaghat, Solan, Himachal Pradesh

LEGAL ADVISORS
JITENDER S. CHAHAL
Advocate, Punjab & Haryana High Court, Chandigarh U.T.
CHANDER BHUSHAN SHARMA
Advocate & Consultant, District Courts, Yamunanagar at Jagadhri

SUPERINTENDENT
SURENDER KUMAR POONIA

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PLEASE USE THE FOLLOWING FOR STYLE AND PUNCTUATION IN REFERENCES:

BOOKS
• Bowersox, Donald J., Closs, David J., (1996), "Logistical Management." Tata McGraw, Hill, New Delhi.
• Hunker, H.L. and A.J. Wright (1963), "Factors of Industrial Location in Ohio" Ohio State University, Nigeria.
CONTRIBUTIONS TO BOOKS
• Sharma T., Kwatra, G. (2008) Effectiveness of Social Advertising: A Study of Selected Campaigns, Corporate Social Responsibility, Edited
by David Crowther & Nicholas Capaldi, Ashgate Research Companion to Corporate Social Responsibility, Chapter 15, pp 287-303.
JOURNAL AND OTHER ARTICLES
• Schemenner, R.W., Huber, J.C. and Cook, R.L. (1987), "Geographic Differences and the Location of New Manufacturing Facilities," Jour-
nal of Urban Economics, Vol. 21, No. 1, pp. 83-104.
CONFERENCE PAPERS
• Garg, Sambhav (2011): "Business Ethics" Paper presented at the Annual International Conference for the All India Management Asso-
ciation, New Delhi, India, 19–23
UNPUBLISHED DISSERTATIONS
• Kumar S. (2011): "Customer Value: A Comparative Study of Rural and Urban Customers," Thesis, Kurukshetra University, Kurukshetra.
ONLINE RESOURCES
• Always indicate the date that the source was accessed, as online resources are frequently updated or removed.
WEBSITES
• Garg, Bhavet (2011): Towards a New Gas Policy, Political Weekly, Viewed on January 01, 2012 http://epw.in/user/viewabstract.jsp

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VOLUME NO. 7 (2017), ISSUE NO. 11 (NOVEMBER) ISSN 2231-4245
CASE STUDIES ON TRANSFORMATION OF TRADITIONAL MARKETING TO DIGITAL AND SOCIAL MEDIA
MARKETING: INDIAN CONTEXT

PRATIBHA BARIK
RESEARCH SCHOLAR
DEPARTMENT OF MANAGEMENT STUDIES
GURU GHASIDAS VISHWAVIDYALAYA
KONI

Dr. B. B. PANDEY
ASST. PROFESSOR
DEPARTMENT OF MANAGEMENT STUDIES
GURU GHASIDAS VISHWAVIDYALAYA
KONI

ABSTRACT
Social media and digital marketing is a powerful promotional tools and methodologies for marketing of goods and services through internet and non-internet
channels globally. These marketing strategies are an added value marketing channels to traditional marketing methods. For the young beginners entrepreneurs,
who have limited marketing budgets digital marketing is the cost effective method to deliver the information about their products to their target customers. The
popular social networks are free to join and relatively cheaper than traditional channels. Many companies are taking initiative to promote their products and
services through social media and digital marketing. Though it’s a challenging task, but its cost effectiveness and wide coverage is attracting the entrepreneurs to
adopt these new marketing strategies. Companies are eager to leverage digital marketing so that the advantage of this new marketing can be enhanced by the
businessmen. This paper aims to explore some case studies on implementation of social media and digital marketing, whereas it will reveal the challenges of digital
marketing. The data will reveal how best to leverage digital marketing and this topic covers under the “Role of e-commerce social media and digital marketing and
its influence on user-value”.

KEYWORDS
digital marketing, social media marketing, e-marketing, internet.

INTRODUCTION

D
igital marketing is a promotional strategies to create awareness of a brand endorsing all available digital channels like Web, SEM (search engine marketing
– includes SEO -Search Engine Optimization and Pay per click advertising), Social Media, smart phones, mobile markets (i.e. Google Play, Apple Store),E-
mails, online banner advertising, Television, Radio, SMS, digital billboards (indoor and outdoor). But from last couple of years’ social media is budding up
fast with social media platforms like Facebook, twitter, Google+, Pinterest, Instagram, Tumblr, LinkedIn, StumbleUpon and YouTube.
In India at present there are 134 million social media users, increase of about 26% from last year. Social media account for more than half time spent online, with
users spending 26% more time engaging with their network instead of watching television. Smart phones are the highly used device for e-shopping by the con-
sumers and 72% of India users log via mobile to access on social media, by Kstart Digital Marketing Summit (2016). According to the report released jointly by the
Internet and Mobile Association of India and consultancy firm, IMRB, India hit 306 million mobile internet users in December 2015 growing at an overall 77% from
2014. Even Facebook also reflect that 80% of the users access social sites via their mobile on this globe. In India there is a colossal opportunity to explore digital
and social media marketing with only 15% internet penetration and users spending an average of 4 hours and 25 minutes a day on online digital marketing. Today
people are using twitter, facebook, whatsapp, Instagram, youtube etc. instead of newspapers for the current updates and these marketing strategies are catching
as ‘standard marketing’. Hence digital marketing is overpowering traditional media.
According to Digital India 2016, a report by Octane Research, 80% of Indian marketers believe that integrated campaigns (e-mail, social and mobile) can result in
moderate-to-significant increases in conversion rates. For 58% of marketers, customer acquisition is the primary focus area.
The main objective of the paper is an attempt to focus on various case studies of the companies, who are on their journey to transform from traditional marketing
to digital marketing and the challenges faced by the Indian companies to implement these advance technologies. The supportive objectives are:
• To analyze the case study of various brands.
• To focus on the challenges faced by businesses to transform to digital marketing
• Further what might be the way to forward it successfully

CHALLENGES OF SOCIAL MEDIA AND DIGITAL MARKETING

In this tough and competitive market, digital and social media marketing are emerging as effective marketing strategies for the companies to promote their goods
and services globally. No industry whereas an individual is untouched with this technology. Digital marketing is available everywhere with the use of laptops,
mobile, ipads etc and whether its B2B or B2C or C2C all are sold through digital channels. Indian advertisers are spending far more on social media ads in comparison
to their global counterparts as well as its projected among top three countries in the Asia-Pacific region as regards its compound annual growth rate (CAGR-2012-
2016) in digital media ads spend. But the companies are facing in startups as its practical implementation is somewhat difficult.
1. The biggest challenge is to identify the channel(s)that’s fit the business: Every channel has its pros and cons associate with it and the problem faced by the
companies is, how to allocate their budget wisely so as to maximize its return on investment. It’s difficult to choose the channels, which is suitable for their
business model. The business leaders have to make an inside-out approach, where they have to understand ‘Whom they own’, ‘whom they attract’ and
‘whom they accept’.
2. Emergence of digital marketing is too fast: The new technologies are emerging too fast and accordingly the companies have to plan their investment in digital
marketing. Companies are in a dilemma how to plan their investments for digital and traditional marketing.
3. The capability of digital marketing to break your business: A word has a million power to influence, so a company need to understand the customer support
in digital marketing, whereas have to be conscious of unethical practices by their competitor to harm their business. As social media and digital marketing is
more one-to-one marketing.
4. No perfect metrics to evaluate the effectiveness of digital marketing: There is no perfect metrics or standard to measure the Return on Investment of any
channels? The businesses tycoons are taking initiative to digitalize their business, but they are not aware of how to measure the best channel for their
business.

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5. Security and privacy: Many customers don’t trust web companies completely, there is a threat of security and privacy to be misused by the company, due to
which Customers hesitate to share their information on the cyberspace.
6. Not everything can be sold online: Every product can’t be sold online as there are high value items which customers want to feel it before purchasing. So a
company can use digital marketing for the promotion of their product, but can’t translate into sales.
7. Digital Marketing has low entry barriers: As there is a low entry barrier, hence more and more competition. This effectively means that competition is fierce
for digital based businesses.
8. India’s Internet Connectivity Remains Slowest in Asia-Pac: According to latest State of the Internet report by Akamai, India still dons the hat of having the
slowest internet connectivity in Asia-Pacific. According to the 4Q 2015 report, India had an average internet speed of 2.8 Mbps, a growth of 11 percent
quarter on quarter and 36 percent yearly growth. At the global level, India rank’s at near bottom ranking 114th in Internet speeds.

CASE STUDIES ON DIGITAL AND SOCIAL MEDIA MARKETING

1. Asian Paints: Digital Transformation
In a report by MIT Center for Digital Business and Capgemini Consulting 2011 revealed about how the India’s leading Asian Paints manufacturing transform to
digital marketing. In the early 2000s, the firm implemented an enterprise-wide ERP and advanced supply chain management system and linked their subcontractors
and suppliers on a B2B portal. In 2003 invested in a CRM system. In the year 2010 company centralized its order taking process into a single corporate call center.
These initiatives encouraged the retailers to place and receive a more consistent service and even customers were served faster than their competitors. Asian
Paints’ digital transformation also extended to internal production processes and formed an IT team, who took innovative steps for digitalization. The implemen-
tation of this IT team helped the organization to cope up with the new technology and company is continuously implementing new forms of digital transformation.
2. AmbiPur: Organized a bloggers meet to promote their brand
The company organized a program, inviting bloggers from Chennai to talk about their brand and around 150 indibloggers were invited to share their experience
about the brand. The hashtag was “Ambi Pur Fresh n happy”. The candidates were instructed to carry their smart phones, laptops or iphones to Tweet and Free
Wifi was available to them. So they should not just promote blogging but must also encourage them tweeting. There were many interested games and prizes (won
500 Rs and few got movie tickets for 2) for the bloggers. Participants were asked to Tweet their best road trip ever with Ambi pur Fresh n Happy – The best one
was to win a Samsung Galaxy S4. One of the bolgger was asked to sit in the car and the car door was closed for few minutes and then remove the blindfold and he
was surprise to see some food stuff inside the car, a shoe hanging, french fries and pizza around him and there was only the Ambi Pur Fragrance which was fresh
and pure and all this was recorded for their marketing. This was a wise choice to interact face-to-face and easy platform to listen to your customers as a blogger.
3. Citibank: Unscramble 48
An interesting campaign called Unscramble 48 was organized. Here, many well-known bloggers and social media evangelists were invited to unscramble “12
scrambled pictures in 48 seconds”. The event took place in Chennai and Bangalore on 23rd and 24th march 2013. The participants were given different set of
challenges to play, which was very catchy. The thought behind the idea was to make bloggers play the game on-ground and promote the video on their social
pages. The catch was the iPhone 5 contest. Bloggers were required to uploaded their videos and the same game was replicated online as well. The video with
maximum outreach & virality was be ranked 1st and the producer was eligible to win iPhone5 and many more attractive prizes. The concept behind this interactive
and thoughtful game was to promote Citibank’s Personal loans and the uploading of game videos result in the increase of viewership more than 485,500 on
YouTube and it created a buzz on Twitter, Facebook and other Social Media hub
4. Audi India Ignites the Love for Audi –Love Audi
On March 20th Audi India announced a contest asking tweeters to give a reason why they really love Audi with hashtag “Love Audi” the best tweets were to win
iphone, ipad, ipod and merchandise from Audi. This turned out as fantastic marketing campaign as people responded with creative tweets, customized videos,
poetic blog posts, a fully fledge micro site and lot more. But many people participated just because of freebies and their tweets were not really honest. The event
was not planned properly as there was no rules and regulation as such – It was started on March 20th 2013 and continued on March 21st 2013) and no body knows
when it was going to end today. There was no microsite built for this contest which talks about Audi in exclusivity for people to learn more about it or a video
on YouTube which introduces people to contest by taking them through the journey of car and its accessories could have been a better idea.
5. Coca Cola Uses Salman’s Facebook Page
Salamn Khan, the celebrity who has more than 7.7M fans on Facebook and was awarded as “Social Media Star of the Year” by Zee Awards. The Coca Cola wants
to encash these existing fans and launches their campaign on Salman’s Soical Media page was very interesting. On 22nd of Feb 2013 launched the new featured ad
on “ Thums Up YouTube brand channel” with a few teasers. Company joined hands with the actor’s charity Being Human – The Salman Khan foundation to promote
social and charitable activities. Salman’s social media channels was changed with following: 1) The Timeline banner of Facebook was customized to Salman’s
endorsement, 2) The teaser campaign video of the advertisement was shared on Facebook initially (twice), 3) The original video was shared on 23rd February 2013
and 4) Later print screens from the video was shared along with the YouTube link of the video. (Twice), 5) On an average every update relevant to this advertise-
ment had received 1000+ shares, 60,000+ likes and 4,000 comments to begin with.
6. Fuji High Zoom Twitter
Fujifilm launched its high zoom cameras (S Series) with a series of high impact campaigns on some of the top portals like Times of India, IBN Live, Google and
Rediff. Fujifilm wanted to compliment this launch with an engaging campaign in the social media space specially on Twitter in order to create a buzz and acquire
relevant target audience as new followers. There was a 5 day trivia contest everyday from morning 11 am to 1 pm in which every 2 questions were asked on
different product models and their features and the users were given a hint to get those answers by visiting different sites of Fuji Film. Before the contest numerous
tweets were posted to create awareness. As a result, to this campaign was successful as about 230+ new followers added in the duration of the contest, total
tweets were 3000+ and retweets were 500+.
7. Sony PIX:The Amazing Spiderman Social Media
On 16th June 2013 through an integrated digital campaign the channel promotes the TV premier of “The Amazing Spiderman”. The strategy was to celebrity the
innate goodness and amazing qualities of people around us by encouraging users to acknowledge ‘Amazing’ people around them and tag them in the ‘Web of
Amazing People’.
The campaign was divided in 3 phases where Phase 1 was used to establish ‘Amazing’ deeds of Hollywood & Philanthropic Celebs. In phase 2 the microsite ‘Web
of Amazing People’ was launched to showcase the web of amazing people. The users could sign up with their Facebook accounts on the website and can tag their
‘Amazing’ friend and they were asked a simple trivia question about the movie to enter a lucky draw and win Spiderman merchandize. The friends tagged would
receive a Facebook notification which further redirected them to the website. This was a viral campaign which was integrated with television promos on Sony PIX,
social media and digital banners, directing people to join the web of amazing people. On premier day, 16th June 2013 phase 3 was launched and an interactive live
game was integrated with the telecast and with the microsite and the winner would get a trip to The Amazing Spiderman studio in Los Angeles. The outcome was
amazing over 31000 people were tagged by users as part of the amazing web online in just 7days. The hashtag ‘Pix Amazing People’was trending in India on day 1
and day 2 of the campaign all day and the hashtag #PixAmazingSpidey was trending during the telecast of the premiere in India and Worldwide. Over 750 people
participated in the live interactive game and submitted codes online. People are influenced with popular personalities and like to associate with them.
8. How Delhi Safari Maximised Facebook Engagement With Images And Games
Delhi Safari – India’s first stereoscopic 3D animated feature film made by Nikhil Advani and produced by Krayon Pictures – combines Bollywood masala with the
global cause of deforestation and wildlife protection. They created an exciting Facebook page that not only highlighted the creativity of the movie but also encour-
aged fans to interact with the page as much as possible. The contest was organized like the Maze Game, Solve the puzzle, Spot differences, Spot the words and
Comic Strips just to engage more fans over the weekend. The film makers got tremendous response as spot difference: the page received about 140K fans and the

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post received more than 1000 likes, 250 shares and had over 150 responses in the comments. Interestingly, all this was achieved in less than 3 hours. Whereas the
crossword puzzle page had about 50K fans and the post received more than 250 likes, 60 shares and a good number of successful responses in less than 2 hours.
9. Hindustan Times- No TV Day
From last 3 years HT was running campaign urging people to switch off their TV on June 1st, and spend time with their family and friends. On 1st June 2013 HT
celebrates No TV Day to create awareness about this campaign. They had this campaign on Facebook and Twitter. On pre-launch day users were ask about how
they will celebrate ‘No TV day’ on 1st June and the contest was live for 9 hours from 11 am to 9 pm. On No TV day contestant were ask to post their pictures and
videos, how they celebrated their day. On no tv day HT had new followers added on the contest was 346+, total number of tweets 6200+ and number of retweets
700+. Whereas on No TV Day new followers added on the day of the contest were 220+, total tweets were 15,000+, total number of retweets was 1990+ and total
number of rand mentions was 10,000+.
10. IBM: Intelligent listening
The company was falling with the implementation of traditional marketing (telemarketing and email) for the selling of web-based services such as cloud computing
and data security. To overcome this problem and to know what’s the customer perception towards this services, IBM launched a program called “intelligent
listening” with social media. It was an approach to know the users hot-button discussion topics and what trends and issues were being discussed. The company’s
sales representative daily checks the RSS feed and upload some interesting context of any discussion to social media. The result was 10 orders the first day, and
orders for product during the quarter that were 4X higher than during the same time the year before.

CONCLUSION AND RECOMMENDATIONS

With various challenges in implementation of Digital and social media marketing, still it has become an essential part of promotional strategy in companies. A
useful framework for developing effective digital and social media marketing is shown with the figure below:

FIG. 1

Content

Customer
Channels

Frame work of Digital

and social Media

Cost &
Communicate
Time

1. Content: Decide the message

2. Customer: Who are your target customers?
3. Communicate: How we communicate our message
4. Cost & Time: What the cost incurred and when to display?
5. Channels: Selection of proper channel.

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