Understanding the different systems, tools, and communities which involve social media is one point with social media strategy template hootsuite. However , we also need to be familiar with the underlying legal and honest implications that help information our practices, communication work, and behaviors online. You will be asking yourself, “Do I really have got to understand the law when it comes to web 2 . 0? ”
Ethics falls in these circumstances as well. It is advisable to ask yourself a few questions to really take the importance of understanding not only what exactly ethical practices cover with social media, but the overall incredible importance of applying them to your everyday interactions online:
These are definitely just a few questions you may want to consider when it comes to ethics on social media marketing. Many professionals have had to deal with these questions in a variety of diverse situations in their professional and personal circles. Yet others may inquire you these questions whenever you want, so make sure you are prepared and also know how you will answer. You could be wondering how this just about all pertains to social media and getting online. The answer is simple: Social media marketing is not only about building a web based brand, establishing paid adverts or sponsored posts to create buzz online, or even making a place to tell your own history. All of these are important, but mainly, social media is about being “social. ” Being social implies establishing and maintaining associations. It’s an art form in itself given that users have to be skilled from navigating their various associations with colleagues, friends, peers, community members, and others. Each relationship has layers (like onions from the movie Shrek), and these layers are complex and constantly evolving with experiences and exchanges. People always have certain expectations when it comes to social media from a communication standpoint and how we should behave, operate, and present ourselves. Essentially, what we say and stand for online has to be followed by our actions. A common phrase tied to social media is “Actions speak louder than words. ” When it comes to social media ethics, it is very easy to speak about being professional, but it’s entirely another area to act ethically on a consistent basis. This is where trust comes from, but it is earned over time. Ultimately, the issue that arises in social media occurs when users’ expectations for the brand, profession, or organization are violated online. Plenty of ethical issues could be dealt with if people were aware of just how their actions and behaviours might be perceived. One occurrence can change someone’s opinion regarding you as a person, which usually at times may be a hard session to follow. Ethics and professionalism and trust have been at the forefront within just both the profession and the program across various disciplines, yet we are still facing a great uphill challenge when it comes to educating how to be a proactive person in society on social media. Using social media ranges from just how your friends use it to just how professionals use it for their enterprise activities. What Is Ethics? Strength are a set of moral suggestions and principles that effect our behaviors and connections. Having a set ethical code of conduct is essential when exploring how to react and respond to various situations that may emerge when we are working in social media. These guidelines help us tell the difference between what is wrong and what is right. Most of the time, people have a set of values that they hold dear and feel are important for them to follow. These ethical principles can be personal behaviors and actions, but also translate into professional circles. All professional organizations (advertising, public relations, marketing, journalism, communications, and additional disciplines) have a professional code of ethics for members to follow if they are working and practicing inside the field. Social media professionals may possibly face a variety of different situations although they are employed for a large organization, media outlet, agency, or consulting firm, or even when they are part of an organization (e. g., student athletes). Access to information pertaining to personal accounts on social media sites has been discussed in the online community as well as in the court of law. Certain behaviors are not universally accepted when it comes to social media professionals. Steph Parker (2013) discussed some of these “new deadly sins of social media”: Misappropriation. This particular sin focuses on the timing and appropriateness of jumping into a conversation that is not entirely relevant or necessary for a brand. It really comes into play when brands try to jump on board with a trend (trendjacking) on social media. The trends can be viral like Running Man and Crying Michael Jordan, among others, but there is a time and place for brands and professionals to promote themselves. This is especially true when the trending topic focuses on an emotional situation (e. g., insensitive tweets by Gap during Hurricane Sandy or by Epicurious during the Boston Marathon bombing). Abandonment. As mentioned earlier, social media is about the conversation, and you can’t be successful with a community if you are not an integral part of it. Social media communities should be built as well as maintained. Models, organizations, and professionals have to decide which platforms to be as well as how invested in these programs their communities should be. Typically the worst thing that can transpire is to jump on board some sort of platform and then leave it ahead of it can really be embraced. Desertion is an extreme case, though the point is to make sure you are employing a particular platform for the chat and community. As they say, when you build it, they will appear. However , if you leave, and so will your community. Mind games. There is a time and place to question your community to take action to compliment a cause, share a posting or update, or even support another member of the community. Still social media is not the place might your community to reach a clear number of followers so you can get paid out more for speaking chances, which is sometimes seen in typically the professional social media circuit. The supreme goal is to be yourself along with present your brand from the most authentic way, knowning that comes from not using affordable tricks and measures to have a false view of you. Be willing to share content that is relevant with your community, but respect the fact that people may or may not be influenced by what you ask them to do. That comes with trust, credibility, and a relationship. On the flip side, you do not want to manipulate or present a false sense of community or success by using services to make it appear like your account or campaign is successful when, in reality, it is not. For example , some businesses set up click-through sign-ups for a charity or donation or falsely promise to take action if you get a certain number of likes or comments/views.
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Domzdrowia.pl Spółka Akcyjna (DMZ) was founded in 1999. On Poland’s EU accession in May 2004 the company, inspired by the proliferation of online pharmacies in western European countries, undertook to start a similar business in Poland. In June 2004, the company obtained a permit to open and run a limited pharmacy in Zielonki near Kraków and began selling medicinal products via the Internet. Initially, its product range was limited to OTC drugs and dietary supplements. As a first step, a simple Web application was developed to handle transactions, and foundations were laid for a logistics system. Next, the e-commerce software was substantially enhanced and integrated with the pharmacy’s inventory management system; a high-performance logistics system was also put in place. In October 2005, on acquiring a shareholding by the investment fund MCI Management SA, the company was transformed into “Domzdrowia.pl” Sp. z o.o.
In 2006–2007, the company focused on further extending the functionalities of its e-commerce platform, streamlining its logistics operations, and refining its financial and accounting system. Vertical portals were created in conjunction with Internet platforms Interia and Wirtualna Polska (WP), and partnerships or cooperative links were established with other Web portals. The company expanded its product range to over 15,000 items by incorporating cosmetics and Rx medicines and took an active approach towards search engine optimization, which resulted in a considerable increase in the number of customers. In 2008, the company continued to expand its services portfolio and significantly strengthened its leadership position in online sales of pharmaceuticals and cosmetics (to approximately 15%), with more than 300,000 unique users monthly. At the same time, work was underway on further vertical portals and a novel website combining online shopping with social networking to foster the formation of an active community around the store, utilizing the social shopping model. In addition, a partnership program was launched to bring together businesses running traditional pharmacies, whether full or limited, in an effort to optimize logistics processes. It was estimated that in the first quarter of 2008 there were around 100 pharmacies in the Polish market, but few could effectively compete with DMZ. These included: i-apteka.pl, Cefarm24.pl, Vitanea.pl, aptecus.pl, and e-lek.pl. The key suppliers to DMZ were at the same time the country’s major pharmaceutical wholesalers, providing a complete range of drugs, dietary supplements, and pharmacy cosmetics. The business terms and conditions were similar with all the suppliers, including a standing discount of 10–11% from the wholesale price on virtually all items and standard payment terms of 30 days. Most orders were placed automatically twice a day using a computer application capable of comparing the prices at which an item could be purchased from specific wholesalers. Orders were also delivered twice a day against an electronic invoice. Inputting the underlying sales documents into the system was almost fully automated, too. The procurement process was organized in much the same way as in the case of cosmetics wholesalers, only with slightly less automation due to the absence of a consistent product code system. In 2007, a process was inaugurated whereby smaller suppliers were brought in (Prosper, Phoenix, Slawex, Salus). The company implemented a policy of sourcing only selected items from small wholesalers and negotiating terms that would make room for higher mark-ups than on products bought from major suppliers. Because such purchases were not automated and therefore time-consuming, the company never aimed to make more than a certain part of their purchases that way. An increasing proportion of supplies was procured under direct-to-pharmacy schemes or, even if bought through wholesalers, on conditions agreed directly with manufacturers. In 2006–2007, the so called “manufacturer promotions” were, on average, worth more than 10% per purchase. The largest supplier to DMZ was Polska Grupa Farmaceutyczna (PGF), yet its share of total supplies declined over the years (from 58% in 2006 to just 36% in 2007)—a trend that was to continue. Other ‘Top 5’ wholesalers were TORFRAM SA (some 17% of the purchases in 2007, ACP PHARMA SA (16%), and Polska Grupa Kosmetyczna (6%). In September 2008, DMZ made its debut on the NewConnect stock market, raising PLN 1.4million of equity. The funds were spent on developing the proprietary e-commerce platform that was finally launched in November 2009. Under its strategy, DMZ pursues the goal of maintaining its number one position in online shopping for healthcare and beauty products in Poland alongside leadership development goals and its partner network and a chain of its own pharmacies with a view to expanding its distribution channels and optimizing its logistics processes. Prior to that, the company was solely focused on selling via its own e-commerce platform; alternatively, customers had an option of placing orders on the premises (in a partner or DMZ-operated pharmacy) that would then be transmitted electronically and filled by delivering the purchased items to a DMZ pharmacy of the customer’s choice. Consideration was also given to a blended model where the order would be placed at a pharmacy and delivered to the customer’s home address. The company’s network of partner pharmacies and DMZ-branded outlets covering the country’s largest agglomerations was supposed to streamline logistics processes and minimize the delivery time through the use of urban services. Alongside the e-commerce platform, the company owed a pharmacy situated in Zabierzów and a limited pharmacy in Zielonki (both locations are within the precincts of Kraków) that branched out into a network of DMZ and partner pharmacies supporting the company’s online operations and at the same time providing for compliance with regulations on handling transactions in pharmaceuticals. To cater to its pharmacy chain, the company opened a wholesale warehouse in Zielonki near Kraków. Besides generating a wholesale margin, the key benefits included increased flexibility in filling orders, and more consistent pricing. DMZ’s strategic objectives were defined as, on the one hand, maintaining its industry leader position in Poland with an online market share of at least 15% and, on the other, expanding its chain of partner pharmacies in an endeavor to diversify its business model and optimize its logistics processes. Further enhancements to its e-commerce platform were contemplated, such as the addition of new functionalities and the launch of satellite content websites to accelerate lead generation. The websites were to be based on the social shopping model and targeted at the most attractive groups of commodities associated with specific themes. There were also plans to earmark additional funds for Internet search engine optimization and customer loyalty programs. In an attempt to boost growth in the offline segment, the company intended to build its own logistics platforms in Kraków and Warsaw and to develop partner networks around its proprietary e-commerce platform (with partners from Wrocław and Łódź). In 2008, it was estimated that in the next few years the online pharmacy market will grow at a rate of around 6% per year to exceed PLN 500 million and attain a share of some 1.5% of the pharmaceutical market. In fact, this sales channel did not grow any faster than 1% until 2011, up to a total worth of around PLN 80 million. As the online pharmacy business clearly did not work out and failed to generate expected profits, the company altered its strategy and sought to improve performance by taking over drugstore chains. One of them—Fabrykazdrowia.pl—dealt primarily in cosmetics, but also retailed dietary supplements and medications, making a net profit of nearly PLN 2.8 million in 2011. To be able to buy out the Fabrykazdrowia.pl website, the pharmacy Dom Zdrowia issued bonds to the value of PLN 5 million. Besides www.domzdrowia.pl and www.fabrykazdrowia.pl, the company controlled such electronic retail channels as: www.101promocji.pl, www.dbamyoceny.pl, www.sexizdrowie.pl, and www.pretty.pl. For this reason, a decision was made to rename the company Internetowy Dom Zdrowia (IDZ). However, these moves did not lead to much improvement in the company’s financial performance. In 2006–2011, IDZ managed to bring its net loss down to PLN 0.1million from PLN 1.3 million but failed to significantly increase its revenue that stayed below PLN 7.5 million even after 2008. In 2012, the company made a net loss of PLN 803,000. In February 2013, a majority interest in IDZ (62.5%), hitherto held by MCI Management, was purchased by Frisco SA, the Warsaw-based operator of the food e-store frisco.pl. Midway through 2013, IDZ had incurred nearly PLN 3.5 million in liabilities and a negative equity. On October 9, 2013, IDZ filed for bankruptcy proceedings, primarily due to an inability to service its cash debt. In January 2015, the official receiver announced the sale of the company’s intangible assets, including its title to the online store IDZ and the six other websites that it controlled. Arguably, IDZ’s bankruptcy stemmed partly from such externalities as, in the first place, the unstable regulatory environment (although the relevant risks were correctly identified by the company). At the same time, however, the company was overly optimistic about the growth potential of the e-commerce market in the pharmaceutical sector and pursued a flawed strategy that included taking a long time to mitigate some of the burden of transport costs, an emphasis on prescription-only medicines, and an insistence on operating a pharmacy chain of its own. Some industry experts point to legal disputes that cost the company time and money, the competitors’ over aggressive pricing policy, and inefficient logistics impinging on the quality of customer service. I recently gave a speech to a very large construction company. I had three meals with the owners and management. For two days, I thought they were a freedom-based company, and thought I could not add anything. Then, I started to see cracks. At the end, I discovered a huge flaw: The owners were not honest.
I saw occasions when they talked down to the staff, not up. But the real revelation came when I went to give my main address to the company at large. The thought leadership declared at the meeting that they had brought in a very expensive keynote speaker (me). In fact, compared to the market my speaking fee was low. And what’s more, I had asked them to donate it to a children’s cancer hospital. In private, I asked the owner if he knew my fee had been given to charity, and he told me that he wanted his employees to think that he had done something “big” for them by inviting a highly paid speaker to address them. He lied to manipulate his people. I looked back and saw other instances where the owners had lied. These owners were for themselves, not their people. No matter how they try to convince staff that what they do is for the staff, down deep the people know they are liars. I reversed my opinion: the company is not freedom-based. For that, you must trust your people enough to be honest with them. Hourglass While I was the head of engineering at IGT, its owner, Si Redd, would often press us to get our product to the market faster. “Si,” I asked him once, “do you know how many grains of sand can fit through the neck of an hourglass at once?” “One,” he replied. “Now, if you take the lid off an hourglass, put your hand in and press the sand, how many grains of sand will go through an hourglass?”, I asked. “None will,” he replied, “but why are you asking, boy?” “Because that’s what you are doing to us in engineering,” I told him. It took more persuasion but finally he let us do it our way. Idiots, Making Them Micromanagement sends the message to the people that they are idiots. And as long as you think they are idiots, they will be idiots. In fact, you’re making them idiots. The people who go out and make you money, you think they’re idiots. Why do you keep them if they’re idiots? Idiots, the Virtues Of Every time I started a business and the people told me I was an idiot, I ended up making a lot of money. Si Redd used to say me, “Boy, you gotta be where they ain’t.” What that means is that you find areas of low competition because high competition means lower margins, and lower margins mean less profit. So we were always looking for places where we could be unique. If the thinking is out-of-the-box, people may not understand because they have not seen it before. Therefore you are an idiot. When people have never seen anything like that before, they think there’s no precedent and hence, there’s no prospect of success. But the point is that since there’s no precedent, you have the opportunity for success. There also has to be risk: “No risk, no return.” That is because someone else is already doing it. The higher the risk, the higher the potential return. I was a design consultant selling my design time by the hour. At 20 hours/day, I ran out of inventory (time). I figured that I had to make money when I slept. That meant, build a product. I was designing great products for companies and they were making the big money from my ideas while I was selling hours. I learned risk/return ratio at Caltech; that filled in the missing piece. The companies I was designing for were taking the risk and making the money. In December 1987, I jumped on an airplane to Hong Kong to get my designs made for myself… What a risk! Ingredients and Inventory Number one, convince me you have a product. Second, convince me you have a customer. If you have a customer, show me how you rifleshot that customer and don’t tell me you’re going to use a shot-gun. I want you to tell me how your rifle will shoot that customer. Shotguns are good at scattering and bringing down small game; a well-placed rifle shot can bring down big game. If you have those things, then I want you to tell me what the profit margins are, and then I want you to tell me if those margins are significant enough to take this risk or should you put that money in your saving account. It takes all the ingredients to make a cake. You have to have the baking soda, the flour, the shortening, and the icing. You have to have all that stuff. And if you’re missing one ingredient, you don’t have a cake (or a business). In other words, will we make enough to make this effort worth the time/money? Will it make more than Treasury Bonds? I look at my life in terms of “business cycles.” If it takes 15 years to start and mature a business (a business cycle), then I may have as much as four cycles in my life. Is this “cake” (idea) worth a fourth of my business life? Time is our inventory; we must use it wisely to be profitable. Ink, Free You may need experts (see Outsiders) in getting name recognition for your brand. I do not believe in paying advertising money (not trackable), but I solicit “free ink” from editors of magazines in our trade. Instead of paying advertising, spend that money on improving your product and get your product into the hands of editors who have to fill media space. I made “press-kits” with photos and copy for them to use quickly. We did their job, they gave us media coverage—free. |