In the world today, many companies feel that without social media, they are like ships within the sea without navigation. They cannot be able to understand whether their campaign is working without auditing their social media. The engagement created insocial media makes these companies understand how well their performance is in the market. The company that I audit its social media in this paper is the Nike company. The review, therefore, focuses on how well Nike’s social media is working, and the improvements that can be made.
Nike social media accounts are helping it do market in many ways. The two most commonly used social media websites in Nike company are Facebook and Instagram. Facebook; Nike uses this website to communicate with its diverse audience and share interesting observations, success stories and market its products. Like many of the many global brands, Nike has multiple pages to many of the products that its products. The various Nike pages on Facebook include; Nike+ run club, scapegoating and golf. The brand has dedicated the Facebook page for specific product ranges like the Air force and Air Max.The page also seeks recognition of Nike’s women products and the female athletes (Mahdi, 2015). The social media also help in advertising its famous sportswear. From the survey done, it is evident that the brand uses its social media for organic social output. Big sports event like NBA and world cup and various athletes such as LeBron James, Christian Ronaldo also takes Nike’s products to Facebook; thus soliciting interests and encourage fans to use the products. Instagram; Nike has the fourth largest of any brand Instagram following. Currently, it has around 85.5 million followers on its primary profile. It is clear that most of its fan flock on Instagram. As compared to Facebook, Nike uses the Instagram platform more regularly with its posts being published on average of once perweek. The company uses ordinary people and world renown influencers and athletes more consistently to market its products.
There are, however, various improvements that can be made to ensure that Nike’s social media marketing is effective. The company need to develop a multichannel approach; there are other people who use other social media platforms rather than Facebook and Instagram, Nike need to create such platform to ensure that prospects and customers are reached. The other improvement is engagingcommentators as quick as possible. Most social media platforms use algorithms to determine the information that they are supposed to display; the form of engagement used is comments (Heller, 2011). Sometimes an individual may comment on the posts, but the company fails to reply to the message. Nike, therefore, needs to streamline its platform to ensure quick customer response. Nike company also needs to amplify reach through look-alike audiences. An excellent social media marketing doesn’t only involve reaching the people but also facilitation of look-alike audiences. This drives viewers to the business page or the websites. Nike also needs to create a unique and clear brand identity; this can be achieved by using a mix of multimedia content to deliver a cohesive story.
In conclusion, Nike’s social media platforms have greatly facilitated the recognition of the brand. Nike uses influencers and various athletes to enhance organic social output. There are, however, multiple improvements that need to be done to ensure effectiveness. The company needs to create a multi-channel approach to reach the audience. Through observing the above strategies, the brand will reach more individuals across the globe.
References
Mahdi, A., Abbas, M., Mazar, T. I., & George, S. A. (2015). A Comparative Analysis of Strategies and Business Models of Nike, Inc. and Adidas Group with special reference to Competitive Advantage in the context of a Dynamic and Competitive Environment. International Journal of Business Management and Economic Research, 6(3), 167-177.
Heller Baird, C., &Parasnis, G. (2011). From social media to social customer relationship management. Strategy & leadership, 39(5), 30-37.
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